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n How far outside? (Japanese business has traditionally assumed
that conflict will exist. They have, therefore, in many cases
directed that conflict outside the company at competitors through
“warlike” mission statements and a practical respect for the
writings of Sun Tse. Don’t let the doldrums of the Japanese
economy fool you. They exist because of a failure to deal with
structural and political factors and not because Komatsu have a
mission to “surround Caterpillar”.)

n Who are the rivals that we should seek to damage first if that is
our decision? (People respond with the greatest energy when they
share common cause against a common and specific enemy.
Dominance strategy usually means that you pick off carefully
targeted competitors one by one. You gain little by an anodyne
belief that all outside the group are equally to be attacked. Nothing
is gained by exhortations and silly catchphrases. Know your enemy
and attack their specific weaknesses. It is both most fun and most
effective to do things that way.)

n How will we ensure that our success against one competitor will
not lead people to believe that they have a formula that will work
against all?

n How will we stop our groups from freezing? (To be the best of the
best you have to keep on learning to be better and as de Geus’s
research has shown, you have to be ready to change track when
circumstances have changed enough to make a sea change the best
strategy.)

Summary

I Managers and particularly management trainers tend to
I philosophize over whether competition is a better motivator than
I co-operation. If competition leads to better performance it is
I undoubtedly useful. When writing their mission statement all
I companies should consider what it is that will challenge their
I people to become and remain the best of the best. That is working
I conflict or competition and is directed where perhaps it ought to
I be – at competition.
I Warring conflict is directed inwards and, as is explained above,
I is very destructive. Warring conflict destroys its victims, but it also
I destroys its perpetrators as they are distracted into “playing
I games” rather than improving performance.

76 Key management questions